The third annual Executive Day saw 230 of South Africa’s top executives come together to bridge the tech divide by focusing on the relationship between AI, human capital and corporate strategy.
On 3 September, the country’s most influential CIOs, CHROs and CFOs gathered at The Venue Melrose Arch to connect for a day of shared insights and networking under the theme Integrated intelligence.
As guests arrived, they were greeted with steaming cups of coffee and tea paired with fresh fruits, muffins and breakfast pastries.
Shortly thereafter, the speed networking sessions began in earnest with executives across the C-suite engaging in spirited conversations getting to know each other.
What are companies overlooking in AI adoption
Then it was time for the first panel aimed at tackling why AI adoption is failing in some companies began with Microsoft South Africa commercial solutions officer Ravi Bhat and Sasol executive vice president of people, Thabile Makgala.
“When you think about AI, it has less to do with the technology and more to do with the behavior, leadership, and culture of an organisation,” said Thabile.
Ravi said the onus is on organisations to make people feel psychologically safe in their roles. “This is one part that is missing. People feel unsafe not because of job displacement, but unsafe that they can't change fast enough.”
After that, MTN Group CHRO Paul Norman and Old Mutual group chief human capital and corporate affairs officer Celiwe Ross explored the green and red flags among business leaders.
Paul explained that in highly adaptable and fast-moving organisations, decision-making must be distributed. “Because of this, character becomes far more critical than competence. While competence measures whether an individual can perform a task, character defines how they actually behave when no one is watching,” said Paul.
While Celiwe highlighted that courage, candour, curiosity, and care are the most essential leadership qualities. “True care often requires taking a difficult path or having tough conversations, similar to how parents discipline their children out of love.”
After a delicious buffet-styled lunch featuring sushi and Mzansi classics like grilled chicken and oxtails, attendees split into four break away sessions.
The first group was led by Council for Medical Schemes group CIO Dr Denisha Jairam-Owthar, Coca-Cola Beverages South Africa people and culture director Vinolia Singh and NTT Data Southern Africa VP of finance Rebecca Pole.
This session explored board membership as a profound act of servitude rather than a status symbol or retirement plan. Panelists emphasised that effective directors require a genuine calling, strong ethical grounding and deep passion for the industries they serve.
“It can't be about ego, because that's not constructive to the interests of your shareholder or to the interests of the board and business that you are trying to run,” said Denisha.
In the second group, Eskom acting general manager supplier management IT and OT Norbit Williams, Cell C CFO El Kope, and Discovery chief people experience officer Steven Teasdale, unpacked elements around navigating change fatigue without breaking team trust.
To reduce burnout, Norbit advocated for “leading with change, not instructing change” to inspire collaboration.
The third group, led by Auditor-General CTO Phila Ndarana, Zeda CIO Pulana Ngwasheng, and AB InBev VP of people Inette Swart hosted a friction audit to tackle workplace tension.
The panel turned to a scenario every executive in the room recognised: a peer who bypasses you, taking a grievance straight to your boss instead of to you. Pulana's answer was to confront it within 24 to 48 hours, before it hardened into office legend.
“Don't let it fester, because it becomes like a song,” she said. But the harder point was about what happens when leaders avoid that confrontation in the name of being polite.
“To be respectful without having the courage to be fair is a huge problem – because then you’re going to create a ‘yes-ma’am’ type of land,” Pulana added.
Group four leaders looked in the mirror. Eqstra CFO Lauren Odell and Wits University CIO Dr Mgobansimbi Stanley Mpofu explored corporate incentive structures and organisational dislikes.
“For me, you want leadership that gives you that trust – or rather, leadership that you can trust. An authentic, courageous leadership, a leadership that doesn't fail to deal with conflict, and a leadership that doesn't stand on the fence. You must be either on the left or on the right; you can't be in the middle,” Mgobansimbi explained.
After frank breakaway discussions, attendees took part in an interactive session aptly titled Bullshxt Bingo hosted by futurist, economist and business trends analyst Bronwyn Williams and business transformation specialist Sharon Pearce.
The final and heartfelt panel titled Human Too, featured Bridgestone regional vice president for Africa and the Middle East Jacques Rikhotso and Alexforbes CEO of growth markets Jonathan Muthige.
The men touched on socio-cultural issues like leading companies but never having had a father figure, life threatening health scares and the importance of having strong familial bonds in the leadership journey.
The event ended with a scrumptious selection of desserts and a final round of networking.
The day was made possible by Principal Partners, Cassava Technologies, Entelect, iOCO, MakwaIT, Old Mutual South Africa Corporate ,Regenesys Corporate Education.
Executive Partners: BDO South Africa, Discovery Limited, Deel Local Payroll, powered by PaySpace, HCLTech, Hyland, ITR Technology, Jem, Kaspersky, LRMG, Marsh, Ninety One, STANLIB Asset Management, Wits Plus and Workday.
